August 25, 2025 • 33 mins
Can rethinking something as fundamental as market segmentation unlock new performance gains in hotels? Joe Pettigrew, Group Chief Commercial Officer at L+R Hotels—one of the world’s largest privately held hotel investment and operating groups—thinks so.
Takeaways:
• Hear how L+R Hotels is standardizing PMS, RMS, and CRS across 100+ properties to unlock scale, consistency, and better reporting.
• Learn why Pettigrew believes benchmarking intelligence platforms like CoStar, Amadeus, and Lighthouse matter more to revenue success than any single operational system.
• Discover why stablecoins and AI discoverability could reshape payments, loyalty, and how hotels appear in future travel searches—insights most hoteliers aren’t yet preparing for.
While most industry conversations fixate on personalization, Pettigrew argues it’s overrated—with limited returns compared to getting the fundamentals right in segmentation, benchmarking, and tech consolidation.
Don’t miss this rare inside look at how one of the industry’s most sophisticated ownership groups is thinking about technology. Subscribe to Hotel Tech Insider for more conversations with leaders shaping the future of hotels.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Or the stuff that I lose my sleepover is does AI
actually know everything aboutmy hotels the way that I want it
to know about our hotels?
Speaker 2 (00:13):
From Hotel Tech Report, it's Hotel Tech Insider,
a show about the future ofhotels and the technology that
powers them.
Speaker 3 (00:21):
On today's episode, we chat with Joe Pettigrew, the
group chief commercial officerat L and R Hotels. Besides
walking us through his techstack upgrade, Joe shares some
great advice on segmentation,benchmarking reports, and how to
stand out in a crowdedmarketplace. Plus, he gives us a
crash course in stablecoins andwhat they mean for the hotel
(00:41):
industry. Let's dive in. Welcometo the podcast, Joe.
Thanks so much for taking sometime to speak with us. I am
looking forward to hearing allyou have to say. To kick things
off, I would love for you tointroduce yourself. Tell us a
bit about your role and yourcompany.
Speaker 1 (01:03):
Yeah. No. Thank you so much for having me. I'm Joe
Pettigrew, the group CCO at Land R Hotels. We are a private
commercial real estateinvestment firm, but the
majority of our investments arein hotels.
And so we have another divisioncalled L and R Hotels, which is
the division where I'm a partof. We have 113 hotels around
(01:29):
the world, most of them beingglobally franchised properties
based in Europe and in The USand we have some in The
Caribbeans as well. We operatethe majority of the hotels that
we own, particularly here inEurope. But we also work with
third party management companiesand or brands to operate the
(01:51):
hotels that we own. We'reprobably one of the few hotel
owner and operator at our scale.
And so we have a lot offlexibilities in terms of what
we're able to accomplish fromboth from the investment side or
the operating side. And we own atruly unique brand and IP as
(02:14):
well called the Iconic LuxuryHotels within which we have a
collection of some of theworld's most iconic properties
and luxury hotels in it such asthe Clifton House and the
Chewton Glen in The UK. We justopened the Palm House in Palm
Beach, Florida. We just openedour brand new hotel in Grand
(02:35):
Marbella Resort and Beach Clubin Marbella. So we have a very
eclectic mix of propertiesranging from select service, you
know, Holiday Inn Express inrural United Kingdom, to one of
the most famous and iconicproperties, like the ones that
I've just mentioned, and alsothe likes of Fairmont and Monte
(02:56):
Carlo and properties like that.
And then my role, of course,within that is to oversee our
commercial function within L andR Hotels at the group level. And
so for us, that means revenue,sales, marketing, digital, and
just any kind of functions thatoversee in maximizing the market
share of our assets and drivingprofit.
Speaker 3 (03:19):
I am curious. In a portfolio that's as diverse as
yours, both geographically andin terms of property type and
brand, you know, you have fivestar hotels at one end of the
spectrum, then you have selectservice at the other end. How do
you think about technologyacross such a diverse portfolio?
Do you have the same ethos forall hotels? Or do you take a
(03:43):
differentiated approach wheredifferent hotels need different
things?
Speaker 1 (03:48):
Yeah. So it's probably not that
straightforward of an answer.But at least in our portfolio,
these select service propertiesare essentially franchise
businesses. And so your techstack essentially is largely
driven by the brand standards.And then I would also say that
(04:09):
about some of the other fullservice properties that we own,
they are, again, if it's a partof a franchise, then it's mostly
driven by the standards that areset by the brands.
You do have obviously someflexibility outside of some of
these core systems, but, youknow, core systems is really
what drives the most of the techstack. At least they form the
(04:30):
foundation. So it's mostly we'rekind of working with what we've
been given. And then there are aset of hotels that we manage
directly that is unencumbered bya brand. And so for those
hotels, even there we have aquite ranging set of properties.
They range all the way from asuper, you know, luxury country
(04:54):
house to like a countrysidelodging, corporate retreat type
property to city centre likeLondon full service properties.
But the way that we're lookingat the technology there is
really try to at least have someconsolidation or a standardised
(05:16):
set of core foundational systemslike the PMS, CRS, CRM. Because
I think those types of systemsare mostly fairly agnostic to
what type of properties that youhave, especially if you're
operating at scale. If there isone hotel that might potentially
benefit from a different type ofPMS, for example, for that
(05:39):
specific property type, thatactually the benefit of keeping
everyone under that sameenvironment at the portfolio
level often outweighs that veryspecific one or two individual
use cases. And so for the hotelswhere we have full control over
our tech stack, the way thatwe've been approaching that is,
(06:02):
yeah, foundational core systems,everyone under the same
umbrella, And then outside ofsome of those core systems then
we look at bringing in differenttypes of tech that, you know,
may be specific to that hotel'sneeds.
Speaker 3 (06:17):
So thinking of your own tech stack, what would you
say is the most criticaltechnology partner or the key
system that you use across yourproperties?
Speaker 1 (06:29):
It's a great question. And I'm not sure if
there is like one piece oftechnology that is critical to
success. For example, when wewere just opening up our hotel
in Marbella, you know, we'reputting together a full list of
all the systems that need to golive by and by when, know, have
this wonderful Gantt chart ofthe systems go live dates so
(06:50):
that we hit the deadline to openthe hotel. And I think we saw
something like 40 systems onthat list. And I would say that
I wouldn't put all of them onthe critical list, but they all
serve a purpose in one way orthe other.
But if we were to just look atmaybe, like, the commercial team
and trying to see like what themost critical systems are, I
(07:12):
would actually say that that isprobably on the intelligence
side. So I don't even know if wecan classify this as a
technology. And I'm talkingabout platforms like CoStar,
Amadeus, you know, formerlyknown as Hotelligence. Yeah.
Like Lighthouse.
These basically give you accessto the intelligence in your
(07:34):
market. They're your eyes andears. They replace guesswork
with data. And actually having,whether it's actualized or
forward on the books data, or ifit's our pricing versus the comp
set, or your positioning within,you know, on your OTAs and
whatnot, really help you youshape your commercial strategy
of the hotel moving forward?Like, if I had a choice between
(07:58):
do I want industry benchmarkingtools and operate the hotel with
pen and paper versus the otherway around, I think I would
actually choose to have theindustry benchmark.
Because I feel like I can maybefigure out a way to make sure a
guest is checked in and checkedout, you know, like, maybe make
that happen. But that doesn'tguarantee me the success like,
(08:20):
the intel that I need to bereally successful and maximize
my market share in in the marketthat we operate. So if you're a
part of the commercial team, Ithink probably the most critical
system, maybe I'm gonna put abucket, which is more of that
kind of industrybenchmarkintelligence platforms.
Speaker 3 (08:42):
So I would love for you to talk me through your tech
stack. Maybe more relevant wouldbe the properties that you
manage as well since for brands,you'd be using the brands PMS
and any other piece of tech thatthey mandate. I would love to
hear the tech stack that you'vechosen. And if you could also
(09:05):
walk me through the thoughtprocess in assembling that tech
stack. Like, have those systemsbeen in place for a long time or
are any systems new to thecompany?
I'm curious your thoughts on whyyou chose this.
Speaker 1 (09:19):
Well, for the hotels that we operate directly where
we have essentially the fullcontrol over our tech stack, our
tech stack has actually beenvery fragmented. So our hotels
were using different versions ofthe PMS, and every hotel was
using different RMS, and CRS wasfragmented. And so we are
(09:42):
actually just on a journey rightnow where we are consolidating
all of those core systems into asingle stack and under one
environment. So for example, wewere going with Opera Cloud as
our PMS of choice. Our hotelswere largely operating with,
(10:03):
call it, two different versionsof Opera and a different one
other PMS in our portfolio.
But they were also all built intheir own little individual
environment without kind of thechain above it. And so, you
know, when we say even when wewere trying to just standardize
everybody's PMS into a single,you know, the same version of
(10:26):
call it Opera Cloud, that itcouldn't also just be, hey,
everybody get Opera Cloud so weknow we know how to, you know,
train the people the same wayand pull the right reports the
same way. But it also had to behosted under the same chain so
that there is an economy ofscale and productivity, right?
So when you build a rate code,you just have to do it once and
(10:47):
then everybody gets a copy. Orthat you're able to pull an
enterprise level reporting.
And so we've kind of done thatexercise for those core systems.
So that's PMS, RMS, and CRS. Asa part of that exercise, we also
had to standardize all of ourdata structure. So, you know,
when you are standardizing yoursome of these core systems,
(11:08):
every hotel calls differentthings differently. Right?
So room type are all differentat every hotel. Market
segmentation is different atevery hotel. Like origin source
code, like VIP codes, you name.Every single thing that is a
code we're all called differentat all of our hotels. So we took
this opportunity to standardizeour codes essentially, which
(11:33):
then allows us to, a, speak thesame language, so then it brings
us closer together as one team.
We're no longer operating insilos. And that it's really easy
to collaborate between hotelsbecause now everybody's using
some of these core systems arethe same. Reporting is the same.
You know, my standard room codeis the same as your standard
(11:54):
room code. Like, it's super easyfor our folks to, you know, get
exposure into different hotelsand jump in really quickly.
And then also, by standardizingall of it, we were able to take
this as an opportunity to alsojust kind of relook at what
should a standardized marketsegmentation should look like,
(12:15):
as an example. And rather thanchoosing a very traditional
route of maybe, you know, hey,let's use like a new Sally
format or standard of marketsegmentation, we decided that we
were gonna choose a differentset of market segmentation that
perhaps might be more modern andmore realistic and actually more
(12:35):
actionable in driving thecommercial performance rather
than, you know, choosingsomething that everyone else
uses. Which has pros and cons,obviously. You wanna pick know,
if you pick something thateveryone else uses, it's much
easier in reporting andeverything else. But at the same
time that USally marketsegmentation has been around for
like twenty years, right?
I mean, that's when I was atExpedia, like faxing bookings to
(12:58):
hotels at that time. It was avery different world than when
it is today. And so we wanted toget a chance to, you know, I
mean since we have this rareopportunity to create the market
segmentation from nothing, weshould just ask the question, if
we could just create something,what would that look like? So
we've taken that kind ofapproach to all of these
(13:20):
different codes. And so we'vejust finalized that, and we're
actually on this journey ofrolling this out across all of
our hotels by the end of thisyear.
So it's an aggressive rolloutplan. It's a lot of work, a ton
of work. There's a lot of painand suffering in the hotels and
and within our teams. But, youknow, once we get through this
and we iron out all of theseissues that inevitably occur
(13:43):
when you roll out new set ofsystems, we think we're going be
in a much better place andreally leverage it to drive the
performance next year.
Speaker 3 (13:51):
So you mentioned Opera Cloud is the new standard
for PMS. What are you using forrevenue and CRM?
Speaker 1 (14:01):
For revenue management, we're using Duetto.
And the CRM, we have not yetdefined exactly what we want
that to be. Basically, we didn'twant to front run what our
overall guest experiencestrategy should look like before
choosing a vendor. In otherwords, there will be very
(14:24):
specific requirements on whatour CRM needs to do in order to
satisfy the types of guestexperience that we would want to
deliver. And so we wanted tomake sure we had what that
delivery of guest experiencelooks like before we choose the
CRM.
So that one is kind of parked onthe side right now. But like I
(14:46):
mentioned, with all the othersystems, yeah, every hotel uses
different CRM at the moment. Andthen we're also unifying all of
the CRSs into Synexis.
Speaker 3 (14:56):
I'm curious to understand the process to decide
which vendor would be the onethat you roll out across the
whole portfolio. Did you do likean RFP process to kind of go out
to the market and say, hey,we're looking for a new RMS? Or
was it more of an internaldecision like, hey, we've tried
(15:19):
these x number of vendors. Thisis what we like about some of
them. Like, what was thatprocess like?
And who from your team wasinvolved?
Speaker 1 (15:28):
So on the RMS specifically, it was actually a
very small RFP. So the beautifulthing about my previous role as
Starwood Capital Group, I mean,was overseeing a portfolio of
more than, call it a thousandhotels around the world. All
different platforms anddifferent types of hotels. I was
(15:51):
an active user of literallyevery single RMS. I am very
familiar with a lot of these RMSvendors and systems.
And so when you do that, youkinda, when you're in this
position, knowing how we want todrive our commercial strategy
moving forward, in my head, Ialready had maybe three RMSs
(16:12):
that I wanted to approach. So itwasn't a very wide RFP selection
process. It was pretty narrowbecause we had very specific
requirements on what we wantedto do and accomplish. So we went
to, yeah, three vendors,basically, and then asked how
they would, you know, cometogether and solve the problem
that we have. And then in thatprocess, we obviously involved
(16:34):
our revenue management andcommercial teams to be a part of
that selection process.
Speaker 3 (16:40):
And then talk me through the rollout process. Has
there been training upfront? Howhave you gone about securing buy
in from all the team membersaround the world who would be
using these systems?
Speaker 1 (16:54):
So we essentially had to put one person to essentially
project manage all of this forus because actually the single
biggest pain, maybe I shouldn'tcall it a pain, but it certainly
feels like it. But the onethat's more the most complex to
migrate is the PMS. So again, Ithink we are somewhat fortunate
(17:19):
in that there wasn't a hugeamount of convincing or buy in
that we needed to get from thehotels. Actually, because a lot
of these hotels were on theolder version of Opera that
needed a migration over to thecloud anyway. And so that work
stream was gonna happen with orwithout our bigger systems
(17:43):
consolidation project.
And so because that washappening, it was more like,
hey, while we're doing that,let's also bolt on the CRS and
the RMS project at the sametime. Oh, and by the way, and if
we're doing all of that, let'salso make sure we're
standardizing all of these codesso we can better work together
(18:04):
moving forward as one team. So Ithink a lot of the, hey, wait a
minute. Like, all of a sudden,why are you coming to us about,
like, changing all of thisstuff? We don't need this
distraction in a year where wehave to perform.
A lot of that convincing washandled, I guess, by the fact
(18:24):
that they had to migrate theirPMS in the first place. So that
was a fortunate opportunity thatwe just couldn't let pass. And
it's also one of the reasons whywe kind of accelerated a lot of
these systems and datamigration, you know. So rather
than me and the team spendingmonths to really meticulously
(18:45):
think about, like, how any ofthese things were going to work,
that actually are like, allthese hotels have to migrate to
Opera Cloud this year. Well,then let's accelerate everything
else so that we do it all atonce.
Just have one pane, get it done,and the next year, we're clean
and no more systems. Well,certainly at this scale moving
(19:05):
forward. But we did have to, youknow, communicate the rationale
and the reason why we'rechanging a lot of this data
structure and the code the waythat they are, why it's
important to have a single setof codes. I would say more of
the buy in had to be done on thestandardization of the codes
(19:27):
because that impacts thereporting and, you know, it
touches other systems. Right?
Like, stuff is mapped to 10different systems, and so now
you gotta touch all theremapping. So that's where the,
probably, the most heavy liftingin getting the buy in had to
take place was actually probablythat. And then from a revenue
management side, it was aboutjust philosophically how we are
(19:53):
going to be doing revenuemanagement differently than what
they were used to doingpreviously. So as much as we'd
like to say that, you know,like, let the system kind of
free up your time to be more ofa revenue strategist, there are
certain systems that areactually really good at enabling
you to do that, and some thatare not so built to do that. And
(20:18):
in order to adopt a system likeDuetto, it has to come with a
philosophical change in revenuemanagement and the way that you
view your revenue strategyoverall.
And so there was some educationpiece that we had to do there on
that one.
Speaker 3 (20:35):
Are there any vendors or any types of tech that you've
seen on the market that are onyour wish list or something that
you're considering adding toyour tech stack in the future?
Speaker 1 (20:47):
Yeah. So I mean, I'm sure this is on top of
everybody's minds right now, butAI and stablecoins, they are the
two things that are on top of mymind. And I don't even know
exactly in what form or what,but we're constantly thinking
about the AI and its impact thatis going to have on the
(21:09):
discoverability of our hotels,the accuracy of the information
and how that gets portrayed, Andor the stuff that I lose my
sleep over is does AI actuallyknow everything about my hotels
the way that I want it to knowabout our hotels? And so there
(21:30):
are companies out there that aretrying to kinda coordinate and
help the hotel or travelcompanies and hotels to optimize
their content displayed by theAI, and you start to see a lot
of startups emerging in thatspace, and then lots of thesis
out there about how to reallyoptimize or maximize your
(21:53):
visibility on AI. So when usersare asking all these different
sets of questions that, youknow, how do you be included in
those top three hotels that AIrecommends back based on your
query, essentially?
And so we're thinking a lotabout that and that we think
(22:13):
that impacts a lot on the waythat we do PR, communications,
the signals on social and reviewscores, reputation, like all
this stuff that we always knewwere important but as commercial
professionals always kind of putthem aside as that's like the
operations teams to handle, alot of those things we were
(22:36):
looking at and going, if theseare the most important signals
of the future, then as peopleresponsible for driving and
maximizing our revenue for ourproperties, how do we drive
that? Like we need to actuallybe in the driver's seat to work
on that. So that's on top of ourminds.
Speaker 3 (22:53):
I wanted to ask also about stablecoins. What is on
your mind there?
Speaker 1 (22:58):
Well, so I mean, as you know, all these legislations
are getting passed and signedinto law in The US right now
with the Genius and Clarity Act.And the Genius Act, I think, if
everything that I'm reading isreally gonna come to life, is
gonna have a massive impact onthe adoption of stablecoins at
(23:19):
large. Again, I'm not an expertin this field. I'm no blockchain
expert or crypto guy. But ifwhat I read is true, then every
bank is going to start issuingtheir own stablecoins, every
payment providers are going tobe issuing their stablecoins,
and the stablecoins areessentially little codes that
(23:42):
also happens to act as acurrency that is now pegged to a
dollar.
So this essentially makes cryptoas currency in the mainstream
that is programmable. Right? Andso you can tie the transaction
to inventory at the hotel, thenumber of stays at the hotel.
(24:03):
You can have a wallet, a user'swallet, now be the central
identity holder of all the majordifferent loyalty programs,
which then kind of breaks thecustodian of data and loyalty
away from companies to nowindividual wallets and them
having the full custody of thatinformation. I mean, it changes
(24:27):
a lot of those things, and crossborder transaction fees will
plummet, and what does that doto international travel, and all
the payments are going to settleincredibly fast.
All of those things, and I Idon't really know what that
means when it comes to, like,what is that impact gonna be for
(24:49):
my hotel and or how do Ileverage that today in order to
get a head start on everyone inadopting that technology? But
that is one that we are alsostudying because it has wide
implications, not only inoverall demand generation. I
mean, a lot of our hotels don'teven accept Apple Pay today. And
(25:09):
so, you know, what does thatmean for you know, if you don't
adopt, what is that adoptioncurve going to look like? And so
how ready do we need to be?
Just all that stuff. So, yeah,on stablecoins, we don't really
know what the answer is, but weare exploring and wondering and
studying and thinking about whatimpact that will have on us. So
(25:31):
to give you a maybe a real hardexample on that is, as in when
we're looking at all of our techstack consolidation, payment is
one that we kinda wanna wait.There's no real sense of urgency
and because I think the adoptioncurve is gonna be pretty quick
on this one if by the sounds ofit. It's very easy to issue now
(25:53):
that this legislation has beenpassed.
And so, yeah. Yeah. We'll see.We'll see PayPal dollars, And
then that's basically gonna be astable coin moving forward, you
know? So we shall see.
Speaker 3 (26:05):
One last question for you. Well, actually two
questions. One, kind of shiftinggears a bit since you have had a
varied career in the industryworking in a few different
departments, differentcountries. I am curious if you
have one or two skills orcharacteristics that you would
(26:26):
say someone should have in orderto be successful in the hotel
industry?
Speaker 1 (26:31):
Yeah. If there is one skill, I don't know if it's a
skill, but more of maybe a traitor a mindset, then I think that
is to have the courage to bedifferent and or be memorable.
If you are, you know, operatinga hotel or if you own an asset,
(26:53):
I think really, especially nowwith the advent of AI and the
change in taste and consumerpreferences coming out of COVID
and everything, that if thehotel, whether by design or
guest experience, isn'tdifferent from others and or
memorable, and especially if youare an independent hotel, then
(27:16):
you're just not going to be ableto survive in this very
competitive marketplace, oryou'd have to become a part of
the brand, which is basicallywhat dictates what your
experience and design is goingto look like. But then you kinda
you either have to join a verybig network of commodity
experiences, or you go waydifferent and distinct and
(27:39):
unique and have character toattract those who are seeking
something different. And to mypoint earlier about, I think, AI
becoming probably thepredominant starting place for
many people's travel searchjourneys.
I think that AIs will almost bydefault be recommending hotels
(28:01):
that are more unique anddistinct just because a lot of
the press releases will bewritten about them, and a lot of
media coverage will be aboutthem. Like, not many will have
an amazing article on someselect service hotel, business
hotel, you know, in the middleof the city. You know, like
there's nothing cool to talkabout it. And then so then for
(28:23):
people, for us, same thing,right? Like if you're in a guest
or client facing role, you beingmore memorable will have an
impact on your ability to winmore business, foster better
relationships, and or maybe getbetter opportunities.
And if you're in the commercialteam, actually, the current
(28:45):
status quo is the opposite,which is like, we all run this
comp set analysis, check outwhat packages they've got, like,
what promotions that they'rerunning that we need to also
copy. Like, everything is about,like, let's check what my
neighbors are doing and thencopy exactly what they're doing
because we're missing out.Right? Like, that's actually our
mantra. But, you know, lookingback and reflecting on every
(29:06):
major success stories of mycareer, it's all been doing the
opposite of what everyone elseis doing.
And so if you see a trend orsomething that like everyone
else is doing and going in thesame direction, then I think,
you know, doing the opposite ordoing something different has
always been a shortcut tosuccess. So yeah, so I would say
(29:29):
being different or beingmemorable, I would say is
probably the most importantskill set.
Speaker 3 (29:35):
Last question, which I always like to end with. What
is one thing that you believeabout technology in the hotel
space that your peers orcompetitors might disagree with?
Speaker 1 (29:47):
I don't know if this is specific to technology, but
well I guess there are many. ButI would say one that comes to
mind immediately is thisincredible push, especially in
marketing, aboutpersonalization. Right? There
has always been this, I don'tknow, so many tech companies or
(30:10):
agencies or vendors who try tosell you the dream on hyper
personalization and how thatmeans more business, more
loyalty, more direct business,and what have you. But after,
you know, trying so manyversions of different levels of
personalization, I've personallycome to the conclusion that at
(30:30):
least for now, and again, thismight all change with the AI and
how granular everything isbecoming, but at least up until
today, this stuff is verydifficult to execute properly.
And even if you did, it doesn'tmake game changing results. And
so I think the guests expectsome very basic personalization,
(30:55):
I. E. Call me by my name for theemail that I receive. But there
is a very flat diminishingreturn beyond calling that
person by name, you know, afterthat.
Because if you start including,oh, your headline photo is a
family walking a dog because weknow that's a dog owner versus
(31:16):
having a couple on the photo andthen having the different room
types to be, like, reordered sothat, like, we think this is the
most preferred room type for youversus the others. Like, these
things don't have that majorimpact, if at all, even when you
do execute it properly. But it'ssuch a hard thing to do and do
(31:38):
it right, And it requires somany interfaces and integrations
with all these other systems.There are so many points of
failures. There are some areaswhere this might work, but just
on the whole, I always viewanyone that say hyper
personalization is the key tosuccess with a great, great dose
of skepticism.
Speaker 3 (31:59):
Well, on that note, thank you so much for your time,
Joe. Really appreciate yousharing all your learnings, all
your advice. I wish you the bestin the rest of your tech
migration. And thank you so muchfor being on the podcast.
Speaker 2 (32:15):
That's all for today's episode. Thanks for
listening to Hotel Tech Insider,produced by hoteltechreport.com.
Our goal with podcast this is toshow you how the best in the
business are leveragingtechnology to grow their
properties and outperform theconcept by using innovative
digital tools and strategies. Iencourage all of our listeners
to go try at least one of thesestrategies or tools that you
(32:36):
learned from today's episode.Successful digital
transformation is all aboutconsistent small experiments
over a long period of time, sodon't wait until tomorrow to try
something new.
Speaker 1 (32:47):
Do you
Speaker 2 (32:47):
know a hotelier who would be great to feature on
this show, or do you think thatyour story would bring a lot of
value to our audience? Reach outto me directly on LinkedIn by
searching for Jordan Hollander.For more episodes like this,
follow Hotel Tech Insider on allmajor streaming platforms like
Spotify and Apple Music.
Or the stuff that I lose my sleepover is does AI
actually know everything aboutmy hotels the way that I want it
to know about our hotels?
Speaker 2 (00:13):
From Hotel Tech Report, it's Hotel Tech Insider,
a show about the future ofhotels and the technology that
powers them.
Speaker 3 (00:21):
On today's episode, we chat with Joe Pettigrew, the
group chief commercial officerat L and R Hotels. Besides
walking us through his techstack upgrade, Joe shares some
great advice on segmentation,benchmarking reports, and how to
stand out in a crowdedmarketplace. Plus, he gives us a
crash course in stablecoins andwhat they mean for the hotel
(00:41):
industry. Let's dive in. Welcometo the podcast, Joe.
Thanks so much for taking sometime to speak with us. I am
looking forward to hearing allyou have to say. To kick things
off, I would love for you tointroduce yourself. Tell us a
bit about your role and yourcompany.
Speaker 1 (01:03):
Yeah. No. Thank you so much for having me. I'm Joe
Pettigrew, the group CCO at Land R Hotels. We are a private
commercial real estateinvestment firm, but the
majority of our investments arein hotels.
And so we have another divisioncalled L and R Hotels, which is
the division where I'm a partof. We have 113 hotels around
(01:29):
the world, most of them beingglobally franchised properties
based in Europe and in The USand we have some in The
Caribbeans as well. We operatethe majority of the hotels that
we own, particularly here inEurope. But we also work with
third party management companiesand or brands to operate the
(01:51):
hotels that we own. We'reprobably one of the few hotel
owner and operator at our scale.
And so we have a lot offlexibilities in terms of what
we're able to accomplish fromboth from the investment side or
the operating side. And we own atruly unique brand and IP as
(02:14):
well called the Iconic LuxuryHotels within which we have a
collection of some of theworld's most iconic properties
and luxury hotels in it such asthe Clifton House and the
Chewton Glen in The UK. We justopened the Palm House in Palm
Beach, Florida. We just openedour brand new hotel in Grand
(02:35):
Marbella Resort and Beach Clubin Marbella. So we have a very
eclectic mix of propertiesranging from select service, you
know, Holiday Inn Express inrural United Kingdom, to one of
the most famous and iconicproperties, like the ones that
I've just mentioned, and alsothe likes of Fairmont and Monte
(02:56):
Carlo and properties like that.
And then my role, of course,within that is to oversee our
commercial function within L andR Hotels at the group level. And
so for us, that means revenue,sales, marketing, digital, and
just any kind of functions thatoversee in maximizing the market
share of our assets and drivingprofit.
Speaker 3 (03:19):
I am curious. In a portfolio that's as diverse as
yours, both geographically andin terms of property type and
brand, you know, you have fivestar hotels at one end of the
spectrum, then you have selectservice at the other end. How do
you think about technologyacross such a diverse portfolio?
Do you have the same ethos forall hotels? Or do you take a
(03:43):
differentiated approach wheredifferent hotels need different
things?
Speaker 1 (03:48):
Yeah. So it's probably not that
straightforward of an answer.But at least in our portfolio,
these select service propertiesare essentially franchise
businesses. And so your techstack essentially is largely
driven by the brand standards.And then I would also say that
(04:09):
about some of the other fullservice properties that we own,
they are, again, if it's a partof a franchise, then it's mostly
driven by the standards that areset by the brands.
You do have obviously someflexibility outside of some of
these core systems, but, youknow, core systems is really
what drives the most of the techstack. At least they form the
(04:30):
foundation. So it's mostly we'rekind of working with what we've
been given. And then there are aset of hotels that we manage
directly that is unencumbered bya brand. And so for those
hotels, even there we have aquite ranging set of properties.
They range all the way from asuper, you know, luxury country
(04:54):
house to like a countrysidelodging, corporate retreat type
property to city centre likeLondon full service properties.
But the way that we're lookingat the technology there is
really try to at least have someconsolidation or a standardised
(05:16):
set of core foundational systemslike the PMS, CRS, CRM. Because
I think those types of systemsare mostly fairly agnostic to
what type of properties that youhave, especially if you're
operating at scale. If there isone hotel that might potentially
benefit from a different type ofPMS, for example, for that
(05:39):
specific property type, thatactually the benefit of keeping
everyone under that sameenvironment at the portfolio
level often outweighs that veryspecific one or two individual
use cases. And so for the hotelswhere we have full control over
our tech stack, the way thatwe've been approaching that is,
(06:02):
yeah, foundational core systems,everyone under the same
umbrella, And then outside ofsome of those core systems then
we look at bringing in differenttypes of tech that, you know,
may be specific to that hotel'sneeds.
Speaker 3 (06:17):
So thinking of your own tech stack, what would you
say is the most criticaltechnology partner or the key
system that you use across yourproperties?
Speaker 1 (06:29):
It's a great question. And I'm not sure if
there is like one piece oftechnology that is critical to
success. For example, when wewere just opening up our hotel
in Marbella, you know, we'reputting together a full list of
all the systems that need to golive by and by when, know, have
this wonderful Gantt chart ofthe systems go live dates so
(06:50):
that we hit the deadline to openthe hotel. And I think we saw
something like 40 systems onthat list. And I would say that
I wouldn't put all of them onthe critical list, but they all
serve a purpose in one way orthe other.
But if we were to just look atmaybe, like, the commercial team
and trying to see like what themost critical systems are, I
(07:12):
would actually say that that isprobably on the intelligence
side. So I don't even know if wecan classify this as a
technology. And I'm talkingabout platforms like CoStar,
Amadeus, you know, formerlyknown as Hotelligence. Yeah.
Like Lighthouse.
These basically give you accessto the intelligence in your
(07:34):
market. They're your eyes andears. They replace guesswork
with data. And actually having,whether it's actualized or
forward on the books data, or ifit's our pricing versus the comp
set, or your positioning within,you know, on your OTAs and
whatnot, really help you youshape your commercial strategy
of the hotel moving forward?Like, if I had a choice between
(07:58):
do I want industry benchmarkingtools and operate the hotel with
pen and paper versus the otherway around, I think I would
actually choose to have theindustry benchmark.
Because I feel like I can maybefigure out a way to make sure a
guest is checked in and checkedout, you know, like, maybe make
that happen. But that doesn'tguarantee me the success like,
(08:20):
the intel that I need to bereally successful and maximize
my market share in in the marketthat we operate. So if you're a
part of the commercial team, Ithink probably the most critical
system, maybe I'm gonna put abucket, which is more of that
kind of industrybenchmarkintelligence platforms.
Speaker 3 (08:42):
So I would love for you to talk me through your tech
stack. Maybe more relevant wouldbe the properties that you
manage as well since for brands,you'd be using the brands PMS
and any other piece of tech thatthey mandate. I would love to
hear the tech stack that you'vechosen. And if you could also
(09:05):
walk me through the thoughtprocess in assembling that tech
stack. Like, have those systemsbeen in place for a long time or
are any systems new to thecompany?
I'm curious your thoughts on whyyou chose this.
Speaker 1 (09:19):
Well, for the hotels that we operate directly where
we have essentially the fullcontrol over our tech stack, our
tech stack has actually beenvery fragmented. So our hotels
were using different versions ofthe PMS, and every hotel was
using different RMS, and CRS wasfragmented. And so we are
(09:42):
actually just on a journey rightnow where we are consolidating
all of those core systems into asingle stack and under one
environment. So for example, wewere going with Opera Cloud as
our PMS of choice. Our hotelswere largely operating with,
(10:03):
call it, two different versionsof Opera and a different one
other PMS in our portfolio.
But they were also all built intheir own little individual
environment without kind of thechain above it. And so, you
know, when we say even when wewere trying to just standardize
everybody's PMS into a single,you know, the same version of
(10:26):
call it Opera Cloud, that itcouldn't also just be, hey,
everybody get Opera Cloud so weknow we know how to, you know,
train the people the same wayand pull the right reports the
same way. But it also had to behosted under the same chain so
that there is an economy ofscale and productivity, right?
So when you build a rate code,you just have to do it once and
(10:47):
then everybody gets a copy. Orthat you're able to pull an
enterprise level reporting.
And so we've kind of done thatexercise for those core systems.
So that's PMS, RMS, and CRS. Asa part of that exercise, we also
had to standardize all of ourdata structure. So, you know,
when you are standardizing yoursome of these core systems,
(11:08):
every hotel calls differentthings differently. Right?
So room type are all differentat every hotel. Market
segmentation is different atevery hotel. Like origin source
code, like VIP codes, you name.Every single thing that is a
code we're all called differentat all of our hotels. So we took
this opportunity to standardizeour codes essentially, which
(11:33):
then allows us to, a, speak thesame language, so then it brings
us closer together as one team.
We're no longer operating insilos. And that it's really easy
to collaborate between hotelsbecause now everybody's using
some of these core systems arethe same. Reporting is the same.
You know, my standard room codeis the same as your standard
(11:54):
room code. Like, it's super easyfor our folks to, you know, get
exposure into different hotelsand jump in really quickly.
And then also, by standardizingall of it, we were able to take
this as an opportunity to alsojust kind of relook at what
should a standardized marketsegmentation should look like,
(12:15):
as an example. And rather thanchoosing a very traditional
route of maybe, you know, hey,let's use like a new Sally
format or standard of marketsegmentation, we decided that we
were gonna choose a differentset of market segmentation that
perhaps might be more modern andmore realistic and actually more
(12:35):
actionable in driving thecommercial performance rather
than, you know, choosingsomething that everyone else
uses. Which has pros and cons,obviously. You wanna pick know,
if you pick something thateveryone else uses, it's much
easier in reporting andeverything else. But at the same
time that USally marketsegmentation has been around for
like twenty years, right?
I mean, that's when I was atExpedia, like faxing bookings to
(12:58):
hotels at that time. It was avery different world than when
it is today. And so we wanted toget a chance to, you know, I
mean since we have this rareopportunity to create the market
segmentation from nothing, weshould just ask the question, if
we could just create something,what would that look like? So
we've taken that kind ofapproach to all of these
(13:20):
different codes. And so we'vejust finalized that, and we're
actually on this journey ofrolling this out across all of
our hotels by the end of thisyear.
So it's an aggressive rolloutplan. It's a lot of work, a ton
of work. There's a lot of painand suffering in the hotels and
and within our teams. But, youknow, once we get through this
and we iron out all of theseissues that inevitably occur
(13:43):
when you roll out new set ofsystems, we think we're going be
in a much better place andreally leverage it to drive the
performance next year.
Speaker 3 (13:51):
So you mentioned Opera Cloud is the new standard
for PMS. What are you using forrevenue and CRM?
Speaker 1 (14:01):
For revenue management, we're using Duetto.
And the CRM, we have not yetdefined exactly what we want
that to be. Basically, we didn'twant to front run what our
overall guest experiencestrategy should look like before
choosing a vendor. In otherwords, there will be very
(14:24):
specific requirements on whatour CRM needs to do in order to
satisfy the types of guestexperience that we would want to
deliver. And so we wanted tomake sure we had what that
delivery of guest experiencelooks like before we choose the
CRM.
So that one is kind of parked onthe side right now. But like I
(14:46):
mentioned, with all the othersystems, yeah, every hotel uses
different CRM at the moment. Andthen we're also unifying all of
the CRSs into Synexis.
Speaker 3 (14:56):
I'm curious to understand the process to decide
which vendor would be the onethat you roll out across the
whole portfolio. Did you do likean RFP process to kind of go out
to the market and say, hey,we're looking for a new RMS? Or
was it more of an internaldecision like, hey, we've tried
(15:19):
these x number of vendors. Thisis what we like about some of
them. Like, what was thatprocess like?
And who from your team wasinvolved?
Speaker 1 (15:28):
So on the RMS specifically, it was actually a
very small RFP. So the beautifulthing about my previous role as
Starwood Capital Group, I mean,was overseeing a portfolio of
more than, call it a thousandhotels around the world. All
different platforms anddifferent types of hotels. I was
(15:51):
an active user of literallyevery single RMS. I am very
familiar with a lot of these RMSvendors and systems.
And so when you do that, youkinda, when you're in this
position, knowing how we want todrive our commercial strategy
moving forward, in my head, Ialready had maybe three RMSs
(16:12):
that I wanted to approach. So itwasn't a very wide RFP selection
process. It was pretty narrowbecause we had very specific
requirements on what we wantedto do and accomplish. So we went
to, yeah, three vendors,basically, and then asked how
they would, you know, cometogether and solve the problem
that we have. And then in thatprocess, we obviously involved
(16:34):
our revenue management andcommercial teams to be a part of
that selection process.
Speaker 3 (16:40):
And then talk me through the rollout process. Has
there been training upfront? Howhave you gone about securing buy
in from all the team membersaround the world who would be
using these systems?
Speaker 1 (16:54):
So we essentially had to put one person to essentially
project manage all of this forus because actually the single
biggest pain, maybe I shouldn'tcall it a pain, but it certainly
feels like it. But the onethat's more the most complex to
migrate is the PMS. So again, Ithink we are somewhat fortunate
(17:19):
in that there wasn't a hugeamount of convincing or buy in
that we needed to get from thehotels. Actually, because a lot
of these hotels were on theolder version of Opera that
needed a migration over to thecloud anyway. And so that work
stream was gonna happen with orwithout our bigger systems
(17:43):
consolidation project.
And so because that washappening, it was more like,
hey, while we're doing that,let's also bolt on the CRS and
the RMS project at the sametime. Oh, and by the way, and if
we're doing all of that, let'salso make sure we're
standardizing all of these codesso we can better work together
(18:04):
moving forward as one team. So Ithink a lot of the, hey, wait a
minute. Like, all of a sudden,why are you coming to us about,
like, changing all of thisstuff? We don't need this
distraction in a year where wehave to perform.
A lot of that convincing washandled, I guess, by the fact
(18:24):
that they had to migrate theirPMS in the first place. So that
was a fortunate opportunity thatwe just couldn't let pass. And
it's also one of the reasons whywe kind of accelerated a lot of
these systems and datamigration, you know. So rather
than me and the team spendingmonths to really meticulously
(18:45):
think about, like, how any ofthese things were going to work,
that actually are like, allthese hotels have to migrate to
Opera Cloud this year. Well,then let's accelerate everything
else so that we do it all atonce.
Just have one pane, get it done,and the next year, we're clean
and no more systems. Well,certainly at this scale moving
(19:05):
forward. But we did have to, youknow, communicate the rationale
and the reason why we'rechanging a lot of this data
structure and the code the waythat they are, why it's
important to have a single setof codes. I would say more of
the buy in had to be done on thestandardization of the codes
(19:27):
because that impacts thereporting and, you know, it
touches other systems. Right?
Like, stuff is mapped to 10different systems, and so now
you gotta touch all theremapping. So that's where the,
probably, the most heavy liftingin getting the buy in had to
take place was actually probablythat. And then from a revenue
management side, it was aboutjust philosophically how we are
(19:53):
going to be doing revenuemanagement differently than what
they were used to doingpreviously. So as much as we'd
like to say that, you know,like, let the system kind of
free up your time to be more ofa revenue strategist, there are
certain systems that areactually really good at enabling
you to do that, and some thatare not so built to do that. And
(20:18):
in order to adopt a system likeDuetto, it has to come with a
philosophical change in revenuemanagement and the way that you
view your revenue strategyoverall.
And so there was some educationpiece that we had to do there on
that one.
Speaker 3 (20:35):
Are there any vendors or any types of tech that you've
seen on the market that are onyour wish list or something that
you're considering adding toyour tech stack in the future?
Speaker 1 (20:47):
Yeah. So I mean, I'm sure this is on top of
everybody's minds right now, butAI and stablecoins, they are the
two things that are on top of mymind. And I don't even know
exactly in what form or what,but we're constantly thinking
about the AI and its impact thatis going to have on the
(21:09):
discoverability of our hotels,the accuracy of the information
and how that gets portrayed, Andor the stuff that I lose my
sleep over is does AI actuallyknow everything about my hotels
the way that I want it to knowabout our hotels? And so there
(21:30):
are companies out there that aretrying to kinda coordinate and
help the hotel or travelcompanies and hotels to optimize
their content displayed by theAI, and you start to see a lot
of startups emerging in thatspace, and then lots of thesis
out there about how to reallyoptimize or maximize your
(21:53):
visibility on AI. So when usersare asking all these different
sets of questions that, youknow, how do you be included in
those top three hotels that AIrecommends back based on your
query, essentially?
And so we're thinking a lotabout that and that we think
(22:13):
that impacts a lot on the waythat we do PR, communications,
the signals on social and reviewscores, reputation, like all
this stuff that we always knewwere important but as commercial
professionals always kind of putthem aside as that's like the
operations teams to handle, alot of those things we were
(22:36):
looking at and going, if theseare the most important signals
of the future, then as peopleresponsible for driving and
maximizing our revenue for ourproperties, how do we drive
that? Like we need to actuallybe in the driver's seat to work
on that. So that's on top of ourminds.
Speaker 3 (22:53):
I wanted to ask also about stablecoins. What is on
your mind there?
Speaker 1 (22:58):
Well, so I mean, as you know, all these legislations
are getting passed and signedinto law in The US right now
with the Genius and Clarity Act.And the Genius Act, I think, if
everything that I'm reading isreally gonna come to life, is
gonna have a massive impact onthe adoption of stablecoins at
(23:19):
large. Again, I'm not an expertin this field. I'm no blockchain
expert or crypto guy. But ifwhat I read is true, then every
bank is going to start issuingtheir own stablecoins, every
payment providers are going tobe issuing their stablecoins,
and the stablecoins areessentially little codes that
(23:42):
also happens to act as acurrency that is now pegged to a
dollar.
So this essentially makes cryptoas currency in the mainstream
that is programmable. Right? Andso you can tie the transaction
to inventory at the hotel, thenumber of stays at the hotel.
(24:03):
You can have a wallet, a user'swallet, now be the central
identity holder of all the majordifferent loyalty programs,
which then kind of breaks thecustodian of data and loyalty
away from companies to nowindividual wallets and them
having the full custody of thatinformation. I mean, it changes
(24:27):
a lot of those things, and crossborder transaction fees will
plummet, and what does that doto international travel, and all
the payments are going to settleincredibly fast.
All of those things, and I Idon't really know what that
means when it comes to, like,what is that impact gonna be for
(24:49):
my hotel and or how do Ileverage that today in order to
get a head start on everyone inadopting that technology? But
that is one that we are alsostudying because it has wide
implications, not only inoverall demand generation. I
mean, a lot of our hotels don'teven accept Apple Pay today. And
(25:09):
so, you know, what does thatmean for you know, if you don't
adopt, what is that adoptioncurve going to look like? And so
how ready do we need to be?
Just all that stuff. So, yeah,on stablecoins, we don't really
know what the answer is, but weare exploring and wondering and
studying and thinking about whatimpact that will have on us. So
(25:31):
to give you a maybe a real hardexample on that is, as in when
we're looking at all of our techstack consolidation, payment is
one that we kinda wanna wait.There's no real sense of urgency
and because I think the adoptioncurve is gonna be pretty quick
on this one if by the sounds ofit. It's very easy to issue now
(25:53):
that this legislation has beenpassed.
And so, yeah. Yeah. We'll see.We'll see PayPal dollars, And
then that's basically gonna be astable coin moving forward, you
know? So we shall see.
Speaker 3 (26:05):
One last question for you. Well, actually two
questions. One, kind of shiftinggears a bit since you have had a
varied career in the industryworking in a few different
departments, differentcountries. I am curious if you
have one or two skills orcharacteristics that you would
(26:26):
say someone should have in orderto be successful in the hotel
industry?
Speaker 1 (26:31):
Yeah. If there is one skill, I don't know if it's a
skill, but more of maybe a traitor a mindset, then I think that
is to have the courage to bedifferent and or be memorable.
If you are, you know, operatinga hotel or if you own an asset,
(26:53):
I think really, especially nowwith the advent of AI and the
change in taste and consumerpreferences coming out of COVID
and everything, that if thehotel, whether by design or
guest experience, isn'tdifferent from others and or
memorable, and especially if youare an independent hotel, then
(27:16):
you're just not going to be ableto survive in this very
competitive marketplace, oryou'd have to become a part of
the brand, which is basicallywhat dictates what your
experience and design is goingto look like. But then you kinda
you either have to join a verybig network of commodity
experiences, or you go waydifferent and distinct and
(27:39):
unique and have character toattract those who are seeking
something different. And to mypoint earlier about, I think, AI
becoming probably thepredominant starting place for
many people's travel searchjourneys.
I think that AIs will almost bydefault be recommending hotels
(28:01):
that are more unique anddistinct just because a lot of
the press releases will bewritten about them, and a lot of
media coverage will be aboutthem. Like, not many will have
an amazing article on someselect service hotel, business
hotel, you know, in the middleof the city. You know, like
there's nothing cool to talkabout it. And then so then for
(28:23):
people, for us, same thing,right? Like if you're in a guest
or client facing role, you beingmore memorable will have an
impact on your ability to winmore business, foster better
relationships, and or maybe getbetter opportunities.
And if you're in the commercialteam, actually, the current
(28:45):
status quo is the opposite,which is like, we all run this
comp set analysis, check outwhat packages they've got, like,
what promotions that they'rerunning that we need to also
copy. Like, everything is about,like, let's check what my
neighbors are doing and thencopy exactly what they're doing
because we're missing out.Right? Like, that's actually our
mantra. But, you know, lookingback and reflecting on every
(29:06):
major success stories of mycareer, it's all been doing the
opposite of what everyone elseis doing.
And so if you see a trend orsomething that like everyone
else is doing and going in thesame direction, then I think,
you know, doing the opposite ordoing something different has
always been a shortcut tosuccess. So yeah, so I would say
(29:29):
being different or beingmemorable, I would say is
probably the most importantskill set.
Speaker 3 (29:35):
Last question, which I always like to end with. What
is one thing that you believeabout technology in the hotel
space that your peers orcompetitors might disagree with?
Speaker 1 (29:47):
I don't know if this is specific to technology, but
well I guess there are many. ButI would say one that comes to
mind immediately is thisincredible push, especially in
marketing, aboutpersonalization. Right? There
has always been this, I don'tknow, so many tech companies or
(30:10):
agencies or vendors who try tosell you the dream on hyper
personalization and how thatmeans more business, more
loyalty, more direct business,and what have you. But after,
you know, trying so manyversions of different levels of
personalization, I've personallycome to the conclusion that at
(30:30):
least for now, and again, thismight all change with the AI and
how granular everything isbecoming, but at least up until
today, this stuff is verydifficult to execute properly.
And even if you did, it doesn'tmake game changing results. And
so I think the guests expectsome very basic personalization,
(30:55):
I. E. Call me by my name for theemail that I receive. But there
is a very flat diminishingreturn beyond calling that
person by name, you know, afterthat.
Because if you start including,oh, your headline photo is a
family walking a dog because weknow that's a dog owner versus
(31:16):
having a couple on the photo andthen having the different room
types to be, like, reordered sothat, like, we think this is the
most preferred room type for youversus the others. Like, these
things don't have that majorimpact, if at all, even when you
do execute it properly. But it'ssuch a hard thing to do and do
(31:38):
it right, And it requires somany interfaces and integrations
with all these other systems.There are so many points of
failures. There are some areaswhere this might work, but just
on the whole, I always viewanyone that say hyper
personalization is the key tosuccess with a great, great dose
of skepticism.
Speaker 3 (31:59):
Well, on that note, thank you so much for your time,
Joe. Really appreciate yousharing all your learnings, all
your advice. I wish you the bestin the rest of your tech
migration. And thank you so muchfor being on the podcast.
Speaker 2 (32:15):
That's all for today's episode. Thanks for
listening to Hotel Tech Insider,produced by hoteltechreport.com.
Our goal with podcast this is toshow you how the best in the
business are leveragingtechnology to grow their
properties and outperform theconcept by using innovative
digital tools and strategies. Iencourage all of our listeners
to go try at least one of thesestrategies or tools that you
(32:36):
learned from today's episode.Successful digital
transformation is all aboutconsistent small experiments
over a long period of time, sodon't wait until tomorrow to try
something new.
Speaker 1 (32:47):
Do you
Speaker 2 (32:47):
know a hotelier who would be great to feature on
this show, or do you think thatyour story would bring a lot of
value to our audience? Reach outto me directly on LinkedIn by
searching for Jordan Hollander.For more episodes like this,
follow Hotel Tech Insider on allmajor streaming platforms like
Spotify and Apple Music.
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